Ideagen Global - Catalyze Magazine, January 2023

B Y I D E A G E N

January, 2023

CATALYZE.

Global

Leadership

Summit

Edition

PLUS

Ideagen's

Global Power

50 List

EMPOWERING

TEAMS

Gretchen O'Hara

VP of Worldwide Channel & Alliances, Splunk

B Y I D E A G E N

January, 2023

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Global

Leadership

Summit

Edition

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Global Power

50 List

WORK OF

THE FUTURE

Dr. Sanjay Rishi

CEO, JLL Work Dyanamics, Americas

B Y I D E A G E N

January, 2023

CATALYZE.

Global

Leadership

Summit

Edition

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Ideagen's

Global Power

50 List

ENABLING

OUR

PARTNERS

Graham Macmillan

President, Visa Foundation

B Y I D E A G E N

January, 2023

CATALYZE.

Global

Leadership

Summit

Edition

PLUS

Ideagen's

Global Power

50 List

IMPORTANCE

OF A GLOBAL

MINDSET

Amir Dossal

President, Global Partnerships Forum

B Y I D E A G E N

January, 2023

Kevin Donnellan

Executive Vice President & Chief of Staff, AARP

CATALYZE.

Global

Leadership

Summit

Edition

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Ideagen's

Global Power

50 List

LEADING THE

PURPOSE PRIZE

B Y I D E A G E N

January, 2023

CATALYZE.

Global

Leadership

Summit

Edition

PLUS

Ideagen's

Global Power

50 List

METRICS IN

CAREGIVING

Jean Accius

Senior Director of Global Thought Leadership, AARP

B Y I D E A G E N

January, 2023

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Global

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Summit

Edition

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Global Power

50 List

DATA

GOLDRUSH IN

RETAIL

Kristen Hicks

Director of Product Marketing, Microsoft Cloud for Retail

F R O M G R E T C H E N O ' H A R A , S P L U N K ' S

C H A N N E L C H I E F , V I C E P R E S I D E N T

W O R L D W I D E C H A N N E L S & A L L I A N C E S

George Sifakis:

How do you empower your team

to grow and achieve the United

Nations Sustainable Development

goals?

Gretchen O'Hara

Yeah. I think the first thing is

understanding the talent and

superpowers of every individual. I

think I really believe in the power

of people and that everybody has

a unique skill or capability to

bring to the table.

When you can find that strength

and tap into that person's

potential, great things happen. I

think sometimes we put people in

the wrong thing, the wrong place.

How do we optimize the right size

and power to get everybody to do

their best work? That's tapping

into everyone's best talent.

I encourage everyone to never have

this mantra of, I've done it before or,

I know how to do it. Being openminded

with open questions and

having that growth mindset really

sets you up for ongoing

transformation change and

opportunity ahead. Then, once you

have the people and you have, I

would say, the team environment of

a learn it all culture, then it's about

how you achieve your company's

goals.

And that's painting a vision of

ambitious, but achievable goals,

then creating a roadmap and

connecting the dots to how you're

going to get there.

CATALYZE MAGAZINE | 2

LEADING UP

AARP'S PURPOSE

PRIZE

KEVIN DONNELLAN; AARP EXECUTIVE VICE PRESIDENT AND

CHIEF OF STAFF

Kevin Donnellan:

Purpose Prize is the only national award that celebrates people 50 and older who are

using their lived experiences to make a difference in the world. Through the Purpose

Prize award, AARP celebrates the creativity, innovation, and inspiration that lived

experience brings. There are five winners per year, and they are typically founders of

nonprofit organizations. When they win, they receive a number of things, including a

$50,000 cash prize for their organization. And then we also give them access to several

organizational supports, from leadership coaching to succession planning, media

branding, development of an evaluation plan, and all-around board support. All that

broadens their organizational impact. The Purpose Prize fits beautifully into AARP's

mission and the value of celebrating the achievements of people 50 plus.

George Sifakis:

Obviously, that's directly in line with the mission of AARP, so is it necessary that a

Purpose Prize honoree work on an issue that AARP works on, such as age discrimination

or retirement?

Kevin Donnellan:

No, they don't have to. It'd be great, and every once in a while, one of the winners

focuses on one of our key strategic priorities, but you do not need to. What we celebrate

with the Purpose Prize are people who are using innovative approaches to making

significant change no matter the issue they're working on. It's about their legacy and the

power of their work.


LEADING UP AARP'S PURPOSE PRIZE

CONTINUED...

George Sifakis

That's truly what's so transformational about it. And so, the founders of nonprofits are eligible to

receive this purpose Prize, and winners must be over 50, and they must have been over 40 when

they founded the organization. Are nonprofits the only eligible entities?

Kevin Donnellan

Exactly.

George Sifakis

Excellent. And you've been doing the Purpose Prize now and leading it up at AARP for six years; it

seems like yesterday when we had the privilege of attending an in-person purpose prize event. Do

the honorees have anything in common beyond meeting these basic criteria?

Kevin Donnellan:

They do; I would say tenacity is probably the thing most of them have in common. All of our

honorees at some point saw a problem and then they went after it to fix it. Most of them also have

a very personal connection to the work. For example, we had a nonprofit leader who became

paralyzed in a skiing accident. She then went on to Spain to found an organization that provides

specially adapted wheelchairs that allow people with disabilities to enjoy outdoor activities. It’s all

of the folks involved like this that really made the purpose prize so special.

2023 Purpose Prize Winners

Global Leadership Summit

Now Streaming on Ideagen TV

"That role (Annalise Keating) absolutely defined my

career only because of the role that, a woman who

looked like me who would not necessarily be

considered for that role. She was cool... she's a

leading lady on network television" -Viola Davis


Excerpts from Ideagen's Interview

with Viola Davis, Julius Tennon,

and Steven Tingus

Steven Tingus: Tell me your feelings about the underrepresentation situation

[in Hollywood], and what you would like to see changed, to not really just talk

about diversity inclusion. That's all nice, but I'm very strategic in my work.

What would you like to see done right now?

Julius Tennon: Well, obviously, you know, it's always one of those things

where you have to be the change you want to see. And Steve, I’ve known you

for these last six years, and I know that those stats about, actors who are

disabled are true. And I think you have to; we have, to continue to have those

conversations with the people who run the studios, also with independent

producers, and make them more sensitive to the fact that if we can have

someone with a disability do the work that actor should be given the job

because, you know, if you're going to have somebody who's disabled do that

job and have that disability, they actually have to be able to perform. So that

worry of a producer, if you get an actual disabled person, you're not going to

be able to do the job well, we have to dispel that. Being able to put people in

front of them who could actually do the job who could actually write a script,

could be pulling cohorts and doing different things. Because just because

they're disabled doesn't mean that they don't have the ability and aren't able to

do it. So I just think we have to start having these real serious conversations

with the folks at the top and talk about these things and say, let's make a

roadway, let's build a real roadway instead of talking about it. Let's really do it

in a substantive way.


WORK IS NO LONGER WHERE

YOU GO ITS WHAT YOU DO


DR. SANJAY RISHI

CHIEF EXECUTIVE OFFICER JLL

WORK DYNAMICS - AMERICAS

George Sifakis

In your participation at the Ideagen Global Goal Summit at the United Nations, you stated

at one point, 'work is no longer where you go, work is what you do.' Sanjay, how has

leadership had to adapt to this new hybrid work environment?

Dr. Rishi

Yeah, leadership definitely went through some challenges. Didn't we all, George, in terms

of how I get adjusted to the idea of being at home and cohabitating in a space with

others that might be working?

If you think about it from a leadership standpoint in this, where work is what we do.” It

isn't where we go historically. We've all said I am going to work or, I've come back from

work. This new hybrid world doesn't allow you to disconnect as easily, and the workplace

extends beyond the four physical walls of your office or the building that you work in.

The workplace now goes into your study, and into your bedroom, and your living room. So

with that, there's a whole new cadre of leaders thinking about technology, ergonomics,

sustainability, and equity that extends beyond the original definition of a workplace.

That's essentially what I focus my work on, taking those experiences of working from

home or at a workplace and making them seamless regardless of whether you're working

from a cafeteria or an airport lounge or from an office or home.

IMPORTANCE OF A

GLOBAL MINDSET

AMIR DOSSAL- PRESIDENT, GLOBAL

PARTNERSHIPS FORUM, DISTINGUISHED

FELLOW, HEALTH AND HEALTHCARE, WORLD

ECONOMIC FORUM

Amir Dossal:

I want to focus for a moment on

people like Paul Polman, former

CEO of Unilever. What he tried to

do was, build the DNA of the

company around the SDGs. So

any product developed and

supplied or any services they

provide is based on the concept

that we must be SDG driven,

compassionately driven, and

driven for results.

It is not always easy, because

obviously, not all companies lend

themselves to that kind of

concept. But I would say, perhaps

barring a few sectors, you can

apply that of anything. Whether it

is a foundry, it's a manufacturing

concern, it's a supply chain, it's

provided a provision of goods or

services, we can integrate the

sustainability concept quite

comfortably without losing focus.

On the bottom line,

understandably, companies

have a responsibility to the

shareholders first. So to deliver

well for the shareholders means

caring for the community. And

by caring for the community,

you increase your business

outreach. And when you

increase the outreach, you'll

improve your bottom line.


IMPORTANCE OF A GLOBAL

MINDSET

George Sifakis:

Here we are in 2023 looking at that 7-year span to 2030, we are now at what

someone referred to the other day in an interview at the midterm. what is the

update that you can bring us on progress in helping achieve the global goals?

Amir Dossal:

George, you put it right. We are at the midterm mark, and I'm sorry to tell you that

it might be a little gloomy. We are woefully behind on the SDGs when we

launched them in 2015.

Calculations in 2015 were saying that in order to achieve these 17 goals and 169

targets, we needed about two and a half trillion worth of investments. Well, COVID

happened, and guess what? We are now set back well before 2015. Today, the UN

has calculated that the figure is between five and 7 trillion dollars worth of

investments

Now that's not easy, especially when we've not been able to achieve the original

target of two and a half trillion. Nevertheless, I am very confident in the fact that

the Secretary General of the United Nations, António Guterres is attached as the

architect of those goals.

He has been leading a campaign to mobilize within the UN community on how to

accelerate progress. But more importantly, he's said, we need to bring the private

sector into this process. We need financiers to demonstrate the value proposition

of investing in these goals. Otherwise, regrettably, we'll be struggling for many

years to come.


G L O B A L

Excerpts from

Graham

Macmillan

President at Visa

Foundation

Graham Macmillan

Before I speak to 2023, I want to give you a story of our journey and how

we got here. When Visa Foundation was created about six and a half years

ago, we were capitalized with about 400 million in assets, which is, as you

can appreciate, somewhat unusual for corporate foundations. But what it

really gave us is an opportunity to do two things. One is, to think long-term

and plan long-term; but also to partner through grant-making in long-term

relationships.

It also allows us to invest in art and endowment to further our mission.

And so, in the early days of our journey, we were rarely able to put

together a strategy that incorporated both grant-making, as well as impact

investing, to advance our focus on supporting small micro businesses

around the world.

And so the approach that we take is really an integrated approach. It really

utilizes both those tools to support partners that are directly interacting

with the small micro businesses that we care about. About three years ago,

we made a commitment as part of a signature, program that we call

Equitable.


E X C E R P T S F R O M G R A H A M M A C M I L L A N

P R E S I D E N T A T V I S A F O U N D A T I O N

Equitable was a 200,000,000 5-year commitment to enable 140 million dollars of private

market impact investments alongside about 60 million dollars of grant-making to support

the development and growth of more diverse small businesses. And what we've learned

along the way is the tremendous demand for capital, of course, and I know you can

appreciate that, but it's more than just the capital that's needed by these small businesses.

It's really enabling the partners that deploy that capital, whether they be grants or

investments, to look at communities that have historically been missed, which is to say,

gender, and underrepresented communities.

To give you an example, in the United States, there are roughly 70 trillion dollars of

wealth and financial assets, and only 1 to 3% of that capital is controlled by women or

underrepresented communities. We know that as investors and other partners put money

into communities, they do so in communities they understand. And so our objective now,

and that it has really been focusing and will really bring this to 2023 and beyond, is to

continue to deploy a hundred percent of ours into funds and other intermediaries that are

controlled by the communities that we are focused on. So that is to say gender diverse

fund investors. And to date, we've done about 125 million in private market investments

across asset classes, which is to say, venture capital, private equity, and private debt.

We have all the tools necessary to meet particular needs and circumstances. And where we

can, we also deploy grant resources to support that work, so it gives us a pretty unique

value proposition. And for 2023, we anticipate deploying an additional 40 million of

investments, globally.

Because as I said before, we have a global footprint, and it will continue to be in funds that

represent communities that we care about. And it will be a mix of early first-time fund

managers, and some more established partners, as part of a prudent financial investment.


Ideagen

Global

Power 50.

HIGHLIGHTING GLOBAL LEADERS

CHANGING THE WORLD

The Global Leaders Power 50 highlights individuals who demonstrate

leadership and vision, especially in their ability to use innovation to change

the world. This list is a qualitative list and not a ranking. While there are

countless factors to measure the impact of individuals and organizations,

the Global Leaders Power 50 focuses on an individual’s leadership

characteristics and impact. These individuals lead by example to shape

their organization's values and strive for global change guided by the UN

SDGs.

View the Full List on Ideagenglobal.com

METRICS IN

CAREGIVING WITH

AARP

By: Jean Accius

George Sifakis:

Let's talk about moments in care

caregiving. Caregiving is a critical

element of what you do at AARP,

and I'd love to hear from you. Why

is caregiving so vital for those that

need it at this moment in our

nation's history and globally?

Jean Accius:

We know that around the country,

people are aging and living longer.

In the US, we have over 48 million

family caregivers who provide care

each and every day. These are

daughters or sons who are caring

for a mom, dad, spousal partner,

neighbor, or friend. Usually, they're

really trying to do the best that they

can.

I will talk about this on two fronts.

One is the individual, and two is

societal, and they're both

interconnected. People don't wake

up saying, 'I'm a caregiver today.'

Typically, what tends to happen,

and you get to just kind of think

about this, even in your family

situation, you're taking your mom,

your dad, your spouse, your

partner, or a friend to the doctor's

office. And then over time, what

started off as a trip here and there

starts becoming every week.

Then you find yourself doing

things like helping with eating,

bathing, dressing, or in some

cases, particularly as the

illness or the condition

progress, doing very

complicated medical nursing

task like giving injections, tube

feedings, wound care, the

whole nine yards.

You're dealing with this

caregiving in an emotional,

physical, and even financial

way. Family caregivers spend

20% of their income out of

pocket caregiving, so that's

roughly about $7,000 a year,

depending on the condition and

depending on whether or not

the person actually lives with

you or near you. If you are

caregiving for someone in

another state, or even within

the state, but long distance,

you're looking at much higher

numbers. So obviously, there's

a huge emotional, physical,

and financial cost to caregiving.

60% of caregivers are working,

so they're trying to juggle their

caregiving responsibilities with

their work responsibilities.

It might come to a point where

they either have to call in sick, or in

some cases, leave the workforce

altogether, which means that their

own financial security is at risk,

and they're just looking for help.

Because particularly in the US

context, we don't have an

infrastructure in place to support

those caregivers who are providing

the care.

A lot of this is being done unpaid. If

you were to quantify that, it would

be roughly 470 billion a year. Well,

what are the implications, primarily

from an economic standpoint? We

at AARP did some work,

particularly with the global thought

leadership team, and what we

found was the fact that just

providing some financial support

like paid caregiving, for example,

would save the US economy 1.7

trillion by 2030. So, there's an

economic business case for this

because you're actually able to, in

many cases, keep people in the

workforce, while simultaneously

relieving the workforce's economic

pressures.


DATA-THE NEW

GOLD RUSH IN

B y : K r i s t e n H i c k s , M a r k e t i n g L e a d

RETAIL

a t M i c r o s o f t

George Sifakis

Congrats on the Microsoft purchase of

GPT; I can't leave that out because

we're all learning more about it and

can't wait to utilize it. On that note,

Kristen, how do you elevate customer

capability through data and insights?

Kristen Hicks

Yes, and I share your excitement

because data is gold. We've known this

forever. Data is the key to knowing

your customers like never before.

Being able to serve their interests as

best as you can, and even being able to

provide recommendations that they

might not have even considered before,

and to delight them and grow loyalty.

Importantly, it also improves your

bottom line if you know how to use

data, right? So while data is there, the

problem that a lot of companies face is

that they're siloed. The data is across

multiple disparate systems across the

business. And frankly, data is nothing

unless you can connect the dots and

extract insights. So that's where cloud

for retail really comes in. It connects

the silo of data to improve a company's

operations insights in their bottom line.

So we're talking in retail about fewer

abandoned carts and more conversions

due to smart recommendations on

online shopping. Knowing your

customer, no matter if they're online, or

in-store, having a full personalized

omnichannel experience because a

company can now monitor trends and

patterns and place those insights into

action.

Cloud retail is also about maximizing

signals in the store with predictive

models and optimizing store layout,

inventory, and shelf placement. That's

all helpful for frontline staff and allows

the leaders to make easier decisions

across the shopper journey. The best

part I really like about this is the value

add that retailers can have to their

technical environment. They don't have

to throw every single way that they

already own. It is a perfect overlay, and

I love how cloud for retail meets the

customer wherever they are on their

digital journey. If you're just beginning

or if you want to focus on the supply

chain or empowering a store associate,

we can support you the entire way.


Editor's Note

Dear Friends and Colleagues, We are already underway in this

new year with a fresh start in 2023, and there are numerous

positive trends and advancements to be optimistic about. From

breakthroughs in technology to inspiring advancements in

sustainability, it's an exciting time to be alive. We are seeing

communities come together in new ways with a renewed focus

on changing the world. The world continues to evolve, with ai

and virtual experiences becoming increasingly accessible and

diverse, including the latest from ChatGPT and OpenAI.

As we move forward into the year, it's important to celebrate

these advancements and continue to strive toward a brighter

future. At Catalyze Magazine by Ideagen Global, we are

thrilled to be a part of this positive movement and can't wait to

share all the exciting developments with our readers in 2023!

GEORGE SIFAKIS

GEORGE SIFAKIS

Editor-in-Chief & CEO

-Ideagen


ALEXA SIFAKIS

Senior Editor

DANIEL KERNS

Publication Co-Editor

Pictured Top to Bottom

George Sifakis, Ideagen

Rawle Andrews, Jr. APAF

Nasdaq Board Times Square

In Memoriam

Steven James Tingus

Ideagen Global - Catalyze Magazine, January 2023

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